Project Report PDF

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL
INTRODUCTION
Organization study is a part of MBA program which a student has to undergo training during
their course of study. It narrows the gap between theoretical knowledge and practical situations.
The intention of organization study is to have an exposure of real organization function and to
strengthen the theoretical knowledge. I did my training program at FORTUNE SELECT
TRINITY, ITC GROUP HOTEL. During the period of one month I was able to experience the
various function of different departments in the organization.
Objectives of the study
1. To get practical exposure in the corporate world.

2. To have a proper balance between the theory and practical knowledge
3. To study origin, mission vision, and status of the organisation.
4. To study the functional departments exist in the organisation
5. To evaluate the effectiveness of the organisation
6. To study the problem areas in the organisation
7. To provide some valuable suggestion to improve the efficiency in the organisation
Scope of study
1 This report s based on the study conducted at FORTUNE SELECT TRINITY,

Bangalore.
2 It aims at understanding the company’s establishment, organisation structure
departments, production techniques, marketing strategies and the advantages it is having
over the competitors.
3 An attempt is made to analyse the company performance in comparison to the theoretical
aspects.
4 It aims to understand the skills of company in areas like technological advancements,
competition and in management.
SURANA PG CENTRE Page 1

Limitation of the study
 Time limit were a major constraint

 As per the company rules many information were not disclosed
 As The managers were busy in their daily schedules were not possible for us to spend
more time in interacting with them
Methodology adopted for the study
 Observing the working of various departments like finance, human resource production
etc..
 Discussion with the company executives and employees, managers and employees.
 Visiting and surfing websites of the company.

INDUSTRY PROFILE

HOSPITALITY AND TOURISM INDUSTRY
The Indian hospitality industry has emerged as one of the key industries driving growth of the
services sector in India. It has evolved into an industry that is sensitive to the needs and desires
of people. The fortunes of the hospitality industry have always been linked to the prospects of
the tourism industry and tourism is the foremost demand driver of the industry. The Indian
hospitality industry has recorded healthy growth fuelled by robust inflow of foreign tourists as
well as increased tourist movement within the country and it has become one of the leading
players in the global industry. Foreign tourist arrivals (FTAs) into the country increased steadily
from 2002 to 2008. FTAs dipped in 2009, due to the global economic slowdown; however, the
impact on the Indian industry was much lower than that on the global counterparts. FTAs are
expected to increase in 2010. On the other hand, domestic tourist movement within the country
was the highest in 2009.
Industry characteristics
Major characteristics of the Indian hospitality industry are:
 High seasonality
The Indian hotel industry normally experiences high demand during October–April,
followed which the monsoon months entail low demand. Usually the December and
March quarters bring in 60% of the year’s turnover for India’s hoteliers. However, this
trend is seeing a change over the recent few years. Hotels have introduced various
offerings to improve performance (occupancy) during the lean months. These include
targeting the conferencing segment and offering lucrative packages during the lean
period.
 Labour intensive
Quality of manpower is important in the hospitality industry. The industry provides
employment to skilled, semi-skilled, and unskilled labour directly and indirectly. In
India, the average employee-to-room ratio at 1.6 (2008-09), is much higher than that for
hotels across the world. The ratio stands at 1.7 for five-star hotels and at 1.9 and 1.6 for

the four-star and three-star categories respectively. Hotel owners in India tend to “over-
spec” their hotels, leading to higher manpower requirement. With the entry of branded
international hotels in the Indian industry across different categories, Indian hotel
companies need to become more manpower efficient and reconsider their staffing
requirements.
 Classification of hotels
The Ministry of Tourism has formulated a voluntary scheme for classification of
operational hotels into different categories, to provide contemporary standards of
facilities and services at hotels. Based on the approval from the Ministry of Tourism,
hotels in India can divided into two categories:
o DoT (Department of Tourism) classified hotels 2) DoT (Department of Tourism)
unclassified hotels
 Classified hotels
Hotels are classified based on the number of facilities and services provided by them.
Hotels classified under the Ministry of Tourism enjoy different kinds of benefits such as
tax incentives, interest subsidies, and import benefits. Due to lengthy and complex
processes for such classification, a significant portion of the hotels in India still remain
unclassified. The Ministry of Tourism classifies hotels as follows:
 Star category hotels
 Heritage hotels
 Licensed units
 Star category hotels
Within this category, hotels are classified as five-star deluxe, five-star, four-star, three-
star, two-star and one-star.
 Heritage hotels
These hotels operate from forts, palaces, castles, jungles, river lodges and heritage
buildings. The categories within heritage classification include heritage grand, heritage
classic and heritage basic.

 Licensed units
Hotels/establishments, which have acquired approval/license from the Ministry of
Tourism to provide boarding and lodging facilities and are not classified as heritage or
star hotels, fall in this category. These include government-approved service apartments,
timesharing resorts, and bed and breakfast establishments.
 Branded players
This segment mainly represents the branded budget hotels in the country, which bridge
the gap between expensive luxury hotels and inexpensive lodges across the country.
Budget hotels are reasonably priced and offer limited luxury and decent services.
Increased demand and healthy occupancy have fuelled growth of budget hotels. These
hotels use various cost control measures to maintain lower average room rates without
compromising on service quality. Ginger Hotels, ITC Fortune, Hometel, and Ibis are
some of the popular budget hotels.
 Other smaller players
These are small hotels, motels and lodges that are spread across the country. This
segment is highly unorganized and low prices are their unique selling

Growth drivers
The fortunes of the hospitality industry are closely linked to the tourism industry and hence
tourism is one of the most important growth drivers. In addition, all factors that aid growth in
the tourism industry also apply to the hospitality industry. The Indian hospitality industry has
recorded healthy growth in recent years owing to a number of factors:

Increased tourist movement
Increased FTAs and tourist movement within the country has aided growth in the hospitality
industry. Healthy corporate profits and higher disposable incomes with easier access to finance
have driven the rise in leisure and business tourism, thus having a positive impact on the
hospitality industry.
Economic growth
India is one of the fastest growing economies in the world. It recorded healthy growth in the
past few years, at more than 9% each during FY06-FY08. Despite the global economic
slowdown, the Indian economy clocked growth of 6.7% and 7.4% in FY09 and FY10
respectively. Attractiveness of India has encouraged foreign players to set up their operational
facilities in the country. Domestic industries have also made heavy investments to expand their
facilities through Greenfield and Brownfield projects.
Changing consumer dynamics and ease of finance
The country has experienced a change in consumption patterns. The middle class population
with higher disposable incomes has caused the shift in spending pattern, with discretionary
purchases forming a substantial part of total consumer spending. Increased affordability and
affinity for leisure travel are driving tourism in India and in turn aiding growth of the hospitality
industry. Emergence of credit culture and easier availability of personal loans have also driven
growth in the travel and tourism and hospitality industries in the country.
Measures undertaken by the government
Various policy measures undertaken by the Ministry of Tourism and tax incentives have also
aided growth of the hospitality industry; some of them include:
 Allowance of 100% FDI in the hotel industry (including construction of hotels, resorts,
and recreational facilities) through the automatic route

 Introduction of ‘Medical Visa’ for tourists coming into the country for medical treatment
 Issuance of visa-on-arrival for tourists from select countries, which include Japan, New
Zealand, and Finland
 Promotion of rural tourism by the Ministry of Tourism in collaboration with the United
Nations Development Programme
 Elimination of customs duty for import of raw materials, equipment, liquor etc
 Capital subsidy programme for budget hotels
 Exemption of Fringe Benefit Tax on crèches, employee sports, and guest house facilities
 Five-year income tax holidays for 2-4 star hotels established in specified districts having
UNESCO-declared 'World Heritage Sites'.
Trends in the industry
The hospitality industry recorded healthy growth in early-2000, leading to a rise in occupancy
rate during 2005/06 and 2006/07. Consequently, average rates for hotel rooms also increased in
2006/07. The rise in average rates was also a result of the demand-supply gap for hotel rooms,
especially in major metros. Hotels were charging higher rates, at times much higher than that
those charged by their counterparts in other parts of the world.
Lured by higher returns experienced by the hotel industry, a number of players, domestic as
well as international, entered the space. India became one of the most attractive destinations for
such investments.
While on the one hand, investments continued to flow into the hotel industry, hit by sharp rise
in rates, corporate started looking for alternate cost-effective lodging options. This led to
emergence of corporate guest houses, especially in major metros, and leased apartments as
replacements for hotels. While average room rates rose in 2007/08, occupancy rates dropped.
Occupancy rates plunged sharply next year, as demand declined following the global economic
slowdown and the terror attacks in Mumbai. As a result, hotel rates declined during 2009-10.

The hospitality industry reported improvement in 2009-10, with domestic tourist movement in
the country being at a high. While average rates remained lower, occupancy rates rose,
supported by surge in domestic tourist movement. The industry is expected to report healthy
growth in 2010/11, with expected increase in domestic tourist movement and rise in
international tourist arrivals.
Development of other markets
A major trend in recent times is the development of the hotel industry in cities other than major
metros. As real estate prices have been soaring, setting up and maintaining businesses and
hotels in major metros is becoming more expensive, leading to search for other cities entailing
lesser costs. Consequently, hotel markets have emerged in cities such as Hyderabad, Pune, and
Jaipur, Banglore. This has led to increase in hotel development activity and expansion of hotel
brands within the country.
The industry has also seen development of micro markets, especially in primary cities. As cities
grow larger and more office spaces come up across the city, travellers prefer to stay at hotels
closer to the place of work/visit to save on time. This has led to the same hotel company setting
up hotels across different location within a city.
Marketing strategies
Marketing strategies in the hospitality industry have changed drastically over the past decade. A
decade back, the brand name of the hotel was a major driver. However, with the arrival of well
educated and experienced travellers, hotel companies have had to change/realign their
marketing strategies. Today, hotel companies marketing strategies are differentiation,
consistency, customer satisfaction, delivery of brand promises, and customer retention.
Development and use of technology have also changed the way hotel companies operate,
creating the need for online marketing. Travellers increasingly conduct basic research on the
Internet. Blogs, networking sites, and travel sites are therefore being used for making choices
and the information provided tends to influence opinions and choices. Several travel portals

have emerged in recent times and travellers are increasingly using these portals to make hotel
reservations.
Opportunities
The prospects for the hotel industry in India are bright. With revival in the global economy,
international tourist inflow into the country is expected to rise. Additionally, hosting of
international sports events and trade fairs and exhibitions in the country are expected to aid both
inflow of international tourists and domestic tourist movement.
The upcoming industrial parks, manufacturing facilities and ports across the country provide a
good opportunity for budget and mid-market hotels. Although around 89,500 additional rooms
are expected to come up in India in the next five years, the supply of branded/quality rooms in
India is much lower compared to other countries across the globe. Hence, there exists huge
potential for investors and operators across all the segments of hotel industry in India. The
increase in room inventories is expected to make the hotel industry more competitive and hotels
would be under pressure to maintain quality and service levels at competitive prices.
Competitive pricing amongst the branded hotels along with the addition of more budget and
mid-market hotels would make the hotel industry cost competitive with other destinations. This
would aid the growth of segments such as MICE, amongst others.
While there is immense potential, concerns for growth of the industry remain. These include
high real estate prices in the country, security threats, shortage of manpower, high tax structure,
and non-uniformity in taxes.

Hospitality Industry Growth Rate 2012 - Hotel industry statistics

According to a variety of reports, the U.S. Hospitality industry is growing at a moderate pace in
line with the GDP growth rate that measures the broader economy. We are clearly out of
recession but have a long way to go to strengthen our national economy. It follows quite
logically that as the economy gets stronger the hotel and hospitality industry will also get
stronger.
Hotel industry statistics are used as the basis of the monthly HIP index. It uses components such as
inflation adjusted lodging revenues, the number of employees and room occupancy rates to come up
with a number that reflects the health of the industry. The index has a starting point of 100. Anything
above 100 indicates growth and anything under 100 means contraction or a negative growth rate. At the
end of March, 2012 the HIP index stood at 104.6 indicating a lukewarm rate of growth.
Looking at specific markets can also indicate the health of the hotel industry. In the very important Las
Vegas, Nevada market, industry growth is slow, but steady. A recent report provided by the UNLV
Centre for Business & Economic Research (CBER) forecast an increase in visitor count to the city. They
expect with a fair degree of certainty that the city will set an all-time record for annual visitors of just
over 40 million people. The prediction of 40.1 million visitors in 2012 would surpass the 39.2 million
record set in 2007.
Texas is another state that attracts millions of travellers and tourists who support the hospitality
industry.
According to the Texas Workforce Commission & Real Estate Center at Texas A&M
University, the employment rate has been growing at a much faster rate than the national
employment rate. That is a strong indication that business will be picking up for the many
hotels, restaurants and tourist attractions in the state. The data shows that in April, 2012, the
Leisure and Hospitality industry employed 1,089,800 compared to 1,046,000 in April, 2011.
The year-to-year comparison shows that 43,800 more people have been employed and that the
figure translates into a 4.2% annual growth rate

PROFILE OF THE COMPANY

COMPANY PROFILE
Fortune select trinity hotel Ltd. is a subsidiary of ITC Ltd. Set up in 1995 to cater to the mid-
priced market segment in business and leisure destinations; it is today a professional Hotel
Management company, with forty operating hotel and many more in various stages of
completion.
Fortune Hotels operate across a wide spectrum and offer various categories such as My Fortune,
Select. The Select, Park and Inn categories are business hotels in metros and non-metros. The
'My Fortune' brand, representing a 'stylish lifestyle with efficient personalized service', is the
latest addition to the bouquet of brands.
The Fortune chain has won a number of a awards which include - The Galileo Express Travel
and Tourism Award for the "Best First Class Hotel Chain in 2004", the Hospitality India Award
for the "Best Mid Market Hotel Chain of the year 2005" and the "Best First Class Hotel Chain
2011 and also in 2006, and Satte Award for 'Leading Mid-Market chain' 2012.
ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India
Limited. As the Company's ownership progressively Indianised, the name of the Company was
changed from Imperial Tobacco Company of India Limited to India Tobacco Company Limited
in 1970 and then to I.T.C. Limited in 1974. In recognition of the Company's multi-business
portfolio encompassing a wide range of businesses - Fast Moving Consumer Goods comprising
Foods, Personal Care, Cigarettes and Cigars, Branded Apparel, Education and Stationery
Products, Incense Sticks and Safety Matches, Hotels, Paperboards & Specialty Papers,
Packaging, Agri-Business and Information Technology - the full stops in the Company's name
were removed effective September 18, 2001. The Company now stands rechristened 'ITC
Limited'.

The Company's beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the
centre of the Company's existence. The Company celebrated its 16th birthday on August 24,
1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru
Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more
ways than one. It was to mark the beginning of a long and eventful journey into India's future.
The Company's headquarter building, 'Virginia House', which came up on that plot of land two
years later, would go on to become one of Kolkata's most venerated landmarks.
Though the first six decades of the Company's existence were primarily devoted to the growth
and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the
beginnings of a corporate transformation that would usher in momentous changes in the life of
the Company.
ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for
ITC's Cigarettes business. It is today India's most sophisticated packaging house.
In 1975, the Company launched its Hotels business with the acquisition of a hotel in Chennai
which was rechristened 'ITC-Welcomgroup Hotel Chola' (now renamed My Fortune, Chennai).
The objective of ITC's entry into the hotels business was rooted in the concept of creating value
for the nation. ITC chose the Hotels business for its potential to earn high levels of foreign
exchange, create tourism infrastructure and generate large scale direct and indirect employment.
Since then ITC's Hotels business has grown to occupy a position of leadership, with over 100
owned and managed properties spread across India under four brands namely, ITC Hotels -
Luxury Collection, WelcomHotels, Fortune Hotels and WelcomHeritage.
In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards
Limited. Bhadrachalam Paperboards amalgamated with the Company effective March 13, 2002
and became a Division of the Company, Bhadrachalam Paperboards Division. In November
2002, this division merged with the Company's Tribeni Tissues Division to form the Paperboards
& Specialty Papers Division. ITC's paperboards' technology, productivity, quality and
manufacturing processes are comparable to the best in the world. It has also made an immense

contribution to the development of Sarapaka, an economically backward area in the state of

Andhra Pradesh. It is directly involved in education, environmental protection and community
development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial
Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to
improve customer service with reduced lead time and a wider product range.
Launched in 1975, ITC Hotels, India's premier chain of luxury hotels, has become synonymous
with Indian hospitality. ITC Hotels pioneered the concept of 'Responsible Luxury' in the
hospitality industry, drawing on the strengths of the ITC groups exemplary sustainability
practices. Responsible Luxury personifies an ethos that integrates world-class green practices
with contemporary design elements to deliver the best of luxury in the greenest possible manner.
Fortune Hotels are the brainchildren of ITC ltd which is a large commercial conglomerate.
Fortune Hotels have done a splendid job of establishing its brand as a premium hotel brand.
Their chain of 3-4 star hotels across 18 locations in India are mostly business hotels situated in
metropolitan areas.
Branded Accommodation
ITC Hotels has set standards for excellence in the hotel industry by pioneering the concept of
branded accommodation. The chain has developed three brands of accommodation ITC One',
'Towers' and the 'Executive Club' to differentiate between the needs of various travellers and
provide the highest levels of service.
Branded Cuisine
ITC Hotels is one of the first to introduce branded cuisine WelcomCuisine - in India. The
Bukhara and Peshawri restaurants give epicures the rugged, outdoor cuisine of the Northwest
Frontier Province. Dakshin has brought together the highly evolved cuisines of the four southern
states- Andhra Pradesh, Karnataka, Tamil Nadu and Kerala. Dum Pukht is a unique restaurant
dedicated to a 200-year old culinary tradition of slow cooking food, in sealed deghs. The
fragrance of the meal becomes an invitation befitting royalty. Today the connoisseur can savour

these delicacies across the country. The sumptuous fare at Kebabs and Kurries comprises a
mouth-watering array of kebabs and a wide range of dishes from all over India. These dishes can
be categorized as Qualms, Qaliyas or Salans.
Rated high by food connoisseurs all over the world, ITC Hotels takes exceptional pride in
showcasing its internationally renowned cuisine. West View brings a careful selection of western
cuisine s from the remote France chateaux, grill houses on the East and West coasts of America,
rosy kitchens of English manors, leisurely Mediterranean villas and bustling German
marketplaces.
ITC’s corporate strategies are:
 Create multiple drivers of growth by developing a portfolio of world class businesses that
best matches organizational capability with opportunities in domestic and export markets.
 Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards &
Packaging, Agri Business and Information Technology.
 Benchmark the health of each business comprehensively across the criteria of Market
Standing, Profitability and Internal Vitality.
 Ensure that each of its businesses is world class and internationally competitive.
 Enhance the competitive power of the portfolio through synergies derived by blending
the diverse skills and a capability residing in ITC’s various businesses.
 Create distributed leadership within the organization by nurturing talented and focused
top management teams for each of the businesses.
 Continuously strengthen and refine Corporate Governance processes and systems to
catalyze the entrepreneurial energies of management by striking the golden balance
between executive freedom and the need for effective control and accountability.
Company Facilities: No director, senior management and employee shall misuse

Company facilities. In the use of Company facilities, care shall be exercised to ensure
that costs are reasonable and there is no wastage.

BOARD - STRUCTURE
Board of Directors »
Audit Compensation Nominations Investor Service Sustainability

Committee » Committee » Committee » Committee » Committee »
Corporate Management
Committee »
Divisional/ Strategic Business Unit

(SBU) Management Committees, each
headed by a divisional/ SBU Chief Corporate Functions, each headed by a HOD Corporate
Executive » Functions include: Planning and Treasury, Accounting,
Taxation, Risk Management, Legal, Secretarial, EHS, Human
Business includes: FMCG, Hotels, Resources, Corporate Communications, Corporate Affairs,
Paperboards, Specialty Papers & Internal Audit and Research & Development
Packaging, Agri Business and
Information Technology

Board of Directors
Chairman
Y C Deveshwar
Chairman :- Y. C. Deveshwar (65) joined ITC in 1968 and is an alumnus of the Indian
Institute of Technology, Delhi and Harvard Business School. He was appointed as a Director on
the Board of the Company in 1984 and became the Chief Executive and Chairman of the Board
on January 1, 1996. Between 1991 and 1994, he led Air India as Chairman and Managing
Director.
Deveshwar is a past President of the Confederation of Indian Industry. He is also a Member of

the Board of Governors of the Indian School of Business and the former Chairman of the Society
and Board of Governors of the Indian Institute of Management Calcutta. He is a Member of the
National Integration Council, Board of Trade as well as the National Manufacturing
Competitiveness Council constituted by the Government of India. He also serves on the National
Executive Committees of some of India’s premier trade and industry bodies, and is a Member of
the UK-India CEOs Forum instituted by the Governments of India and the United Kingdom.
Executive Directors
A Baijal S Banerjee A V Girija Kumar

S H Khan S B Mathur D K Mehrotra
P B Ramanujam S S H Rehman Anthony Ruys
Basudeb Sen Meera Shankar K Vaidyanath
B Vijayaraghavan
Hotels Division
N Anand Executive Director and Divisional Chief Executive
Dipak Haksar Member
B Hariharan Member
A Pathak Member
M Bhatnagar Member
S C Sekhar Member
A R Noronha Member
G Anand Invitee
A Sharma Invitee
ITC Hotels
ITC Hotel Luxury Collection
 ITC Maurya, New Delhi

 ITC Mughal, Agra

 ITC Maratha, Mumbai

 ITC Grand Central, Mumbai
 ITC Sonar, Kolkata
 ITC Kakatiya, Hyderabad
 ITC Windsor, Bengaluru
List of Fortune Hotels
 Fortune Global Select Gurgaon

 Fortune Select Palms Chennai
 Fortune Select Trinity Bangalore
 Fortune Select Exotica Navi Mumbai
 Fortune Select Manohar Hyderabad
 Fortune Select JP Cosmos Bengaluru
 Fortune Park Bella Casa Jaipur
 Fortune Landmark Ahmedabad
 Fortune Landmark Indore
 Fortune Park Centre Point Jamshedpur
 Fortune Hotel The South Park Trivandrum
 Fortune Park Calicut Calicut
 Fortune Park Galaxy Vapi
 Fortune Murali Park Vijaywada
 Fortune Park Klassik Ludhiana
 Fortune Pandiyan Hotel Madhurai
 Fortune Park Panchwati Kolkata
 Fortune Fences Tirupati Tirupati
 Fortune Resort Bay Island Port Blair
 Fortune Resort Sullivan Court Ooty

 Fortune Chariot Resort Mahabalipuram

 Fortune Resort Central Darjeeling
 Fortune Inn Riviera Jammu
 Fortune Inn Jukaso Pune
 Fortune Inn Sree Kanya Vishakapatnam


VISION & MISSION
Sustain ITC's position as one of

India's most valuable corporations
through world class performance,
creating growing value for the To enhance the wealth generating
Indian economy and the capability of the enterprise in a
Company’s stakeholders globalizing environment,
delivering superior and
sustainable stakeholder value

AWARD AND RECOGNITIONS
 Bukhara awarded with " Restaurant of the Year" at NDTV Lifestyle Awards, March 2013
 Dum Pukht awarded with 'Best in Country' recognition at the S.Pellegrino Asia's 50 Best
Restaurants, Singapore, February 25, 2013
 Bukhara recognised amongst S. Pellegrino Asia's 50 Best Restaurants at No. 26, from
close to 900 restaurants in Asia, February 25, 2013
 ITC Grand Chola receives green rating for integrated habitat assessment by The Energy
Resource Institute (TERI), Ministry of New & Renewable Energy (MNRE), Government
Of India – February 2013
 ITC Grand Central awarded with The Golden Peacock - Corporate Excellence
Recognition for national training by Institute of Directors – January 2013
 ITC Grand Chola recognized by HIFI as development of the year in the luxury and
upscale category – January 2013
 Kaya Kalp recognized as Best Hotel Spa by CondeNast Traveler, India – December 2012
 Bukhara and Dakshin listed amongst Asia’s Top 20 Restaurants – Miele Guide Asia,
January 2013
 ITC Grand Chola receives green rating for integrated habitat assessment by The Energy
Resource Institute (TERI), Ministry of New & Renewable Energy (MNRE), Government
Of India – February 2013
 ITC Grand Central awarded with The Golden Peacock - Corporate Excellence
Recognition for national training by Institute of Directors – January 2013
 ITC Grand Chola recognized by HIFI as development of the year in the luxury and
upscale category – January 2013
 Bukhara and Dakshin listed amongst Asia’s Top 20 Restaurants – Miele Guide Asia,
January 2013
 Kaya Kalp recognized as Best Hotel Spa by CondeNast Traveler, India – December 2012
 ITC Hotels - The Standout Winner for Sustainability , Global Vision Awards -October
2012

COMPETITORS COMPARISON
Name Last Price Market Cap. Sales Net Profit Total Assets
(Rs. cr.) Turnover
Indian Hotels 42.35 3,419.65 1,875.86 -276.61 5,530.32
EIH 49.00 2,800.69 1,156.75 50.96 2,964.60
Mahindra Holida 222.80 1,978.04 701.55 106.98 636.26
Hotel Leela 15.85 663.56 653.86 -433.46 5,234.12
Speciality Rest 134.70 632.52 226.92 23.41 290.63
Taj GVK Hotels 55.00 344.86 254.24 8.78 552.02
EIH Assoc Hotel 110.00 335.15 212.42 20.50 289.74
Oriental Hotels 16.80 300.05 292.19 14.30 517.89
Sayaji Hotels 125.15 219.24 117.63 -20.83 188.90
Asian Hotels 102.00 198.42 215.83 29.45 1,470.13
Asian Hotel (E) 140.00 160.17 90.24 31.73 818.16
TGB Banquets 46.70 136.77 161.92 2.96 254.27
Advani Hotels 28.40 131.26 38.68 2.63 43.79
Kamat Hotels 55.80 109.83 138.32 -5.66 617.38
Asian Hotel (W) 95.00 108.85 129.83 7.63 399.10
Blue Coast 81.30 72.07 97.48 -7.48 394.27
Viceroy Hotels 15.55 65.94 72.38 -5.78 1,102.43
Royal Orchid 21.85 59.51 111.70 1.43 347.89
Savera Ind 37.95 45.27 57.96 3.93 75.08
Hotel Rugby 3.60 5.16 -- 3.12 8.36

Balance Sheet ------------------- in Rs. Cr. -------------------
ITC
India Tourism D Indian Hotels EIH Mahindra Holida
Hotels
Mar
Mar '12 Mar '12 Mar '13 Mar '13
'04
Sources Of Funds
Total Share Capital 30.21 85.77 75.95 114.31 83.88
Equity Share Capital 30.21 85.77 75.95 114.31 83.88

Share Application Money 0.00 0.00 124.37 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves 194.22 223.09 3,167.49 2,510.61 550.43
Revaluation Reserves 0.00 0.00 0.00 0.00 0.00
Networth 224.43 308.86 3,367.81 2,624.92 634.31
Secured Loans 0.08 0.00 971.18 339.68 1.95

Unsecured Loans 0.00 0.00 1,191.33 0.00 0.00
Total Debt 0.08 0.00 2,162.51 339.68 1.95
Total Liabilities 224.51 308.86 5,530.32 2,964.60 636.26

ITC India Tourism D Indian Hotels EIH Mahindra Holida
Mar
Mar '12 Mar '12 Mar '13 Mar '13
'04
Application Of Funds
Gross Block 206.40 142.32 2,814.49 2,825.83 612.51
Less: Accum. Depreciation 71.17 80.93 971.56 709.15 139.14
Net Block 135.23 61.39 1,842.93 2,116.68 473.37
Capital Work in Progress 4.14 3.11 235.02 39.98 231.42

Investments 68.20 8.14 3,622.19 705.73 185.91
Inventories 1.87 11.25 39.79 34.12 6.38
Sundry Debtors 12.05 114.72 124.83 173.56 625.98
Cash and Bank Balance 9.96 258.20 35.76 20.36 33.84
Total Current Assets 23.88 384.17 200.38 228.04 666.20
Loans and Advances 56.80 130.18 1,633.62 350.44 687.42
Fixed Deposits 7.00 0.00 2.65 0.00 0.00

Total CA, Loans & Advances 87.68 514.35 1,836.65 578.48 1,353.62
Deferred Credit 0.00 0.00 0.00 0.00 0.00
Current Liabilities 59.30 209.82 1,290.61 401.68 1,562.07
Provisions 11.45 68.29 715.86 74.59 45.99
Total CL & Provisions 70.75 278.11 2,006.47 476.27 1,608.06
Net Current Assets 16.93 236.24 -169.82 102.21 -254.44

Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00
Total Assets 224.50 308.88 5,530.32 2,964.60 636.26
Contingent Liabilities 24.04 476.29 974.34 190.61 119.95

Book Value (Rs) 74.27 36.01 42.71 45.92 75.62

ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL DESIGN
Organizing, the process of structuring human and physical resources in order to

accomplish organizational objectives, involves dividing tasks into jobs, specifying the
appropriate department for each job, deter-mining the optimum number of jobs in each
department, and dele-gating authority within and among departments. One of the most critical
challenges facing lodging managers today is the development of a responsive organizational
structure that is committed to quality.
1. The framework of jobs and departments that make up any organization must be directed
toward achieving the organization’s objectives. In other words, the structure of a lodging
business must be consistent with its strategy.
2. Managers give structure to a hotel and lodging through job specialization, organization, and
establishment of patterns of authority and span of control.

ORGANIZATIONAL STRUCTURE OF FORTUNE SELECT TRINITY
General Manager
Executive assistant
manager
Human Accounting Marketing & sales Engineering Purchasing

resourse
Rooms division Reservations Convention Food &

services beverages
House keeping Front Security Uniformed Telephone

office service
Food Restaurants Bars Catering Room

production service

FUNCTIONAL DEPARTMENTS

SEGMENTATION DEPARTMENTS OF FORTUNE SELECT TRINITY
There are more than 10 different departments are functioning in the traditional and executive
levels at the management of the hotel. These departments have diverse portfolios and
responsibilities headed by a person in charge of the entire operations undertaken within the
department. He may be a manger/supervisor of the respective department. The reason why hotels
are usually organized into functional blocks, with departments grouped according to the
particular work/activity that particular
Department is actively engrossed. In most scenarios a hotel industry is divided up into 5 different
departments such as rooms, Food and Beverages (usually this department is called as by its short
form as F&B), accounting, sales and Human Resource/HR. Each of these departments has their
own heads of the operations and they should have to report directly to the General Manager of
the hotel regarding the performance of their respective departments. These departments are sub-
divided into various other smaller organizational units. These sub-divisions represent refinement
of the work performed and the knowledge and the skills of the people in each subunit. As
organizations grow large in respect of its size and operations it carries out most hotels tend to
segment its operations to various departments with food preparation and food servicing as
separate entities. Since preparing food and serving it to the guest are usually of two different arts;
both the processes are done through different and separate works. Thus forming departments
along functional line is the most common method in a hotel organization. The department
engaged in the preparation of food is called as Production Department while the division
involved in the art of serving the prepared food to the guests in an eye-catchy and sumptuous
manner is known as the Servicing Department.

FRONT OFFICE DEPARTMENT
The front office is the command post for processing reservations, registering guests, settling
guest accounts (cashiering), and checking out guests. Front desk agents also handle the
distribution of guestroom keys and mail, messages or other information for guests. The most
visible part of the front office area is of course the front desk. The front desk can be a counter or,
in some luxury hotels, an actual desk where a guest can sit down and register.
 Sell guestrooms; register guests and design guestrooms
 Provide information
 Maintain accurate room statistics, and room key inventories
 Maintain guest account statements and complete proper financial settlements
FRONT OFFICE MANAGER
ASST FRONT OFFICE MANAGER
LOBBY MANAGER/DUTY MANAGER
NIGHT AUDITORS
FRONT OFFICE ASSISTANTS/CASHIER
RESERVATIONS ASSISTANTS
TELEPHONE SUPERVISORS
BELL CAPTION/ BOYS DOOR MAN/LINK MAN

The Front Office may be regarded as the show window of the hotel and hence must be well
designed in the first place and maintained in a well organized and orderly manner. Regardless of
how a hotel is organized into, the front office is always an essential focal point. Front Office is
the name given to all the functional units of a hotel which are situated in the front portion of the
hotel, that is, the lobby – is the place where the guests are received, provided information on the
products and services offered in the hotel, the luggage of the guests are handled, the accounts of
the guest are settled at their departure, and the guest’s problems, complaints and suggestions are
looked after. The front desk is the link between the guest and the hotel and represents the hotel to
the guest. And is a liaison between the hotel management and the coordination of all the guest
services. It serves as a main channel of both way communications i.e. from hotel to the guest and
guest to the hotel. Hotel terminology includes terms such as front-of the-house and back-of-the-
house. This front-of-the house term includes those portions of the hotel with which the guests
come in direct contact with during the period of their stay in the hotel, such as building exterior,
lobby, front desk, guest rooms, function rooms etc. The person who is regarded as the head of
the operation of the front-office desk is the Front-Office Manger. The nature of the front office
job is such that he is almost always crowded with various jobs. He should be able to match job
needs to time available for effective and efficient performance. Another responsibility of the
Front office manager is making daily plan of action by outlining work for the next day at the end
of each day. It includes listing all activities for the next day under ABC category as per the
urgency and importance of the job. It is also important to make flexible plans to fit
in emergencies. The assistant front-office manager’s main duty is aiding the front office manager
in supervising and coordinating the day-to-day operations of the front-office staff and resolves
internal problems. She/he co-ordinates staffing of mail and information and reservation clerks
with their supervisors.
The AM-front office should also be adept in dealing with problems arising from guest’s
complaints and reservation and room assignment activities. He should also be responsible for
any miscellaneous duties assigned by the front office manager. Another important position at the
front desk of the hotel is done by the reception assistant. The friendly welcome given by the
receptionist to a guest changes an impersonal hotel building in to a friendly and homely place
and his unfriendly, hostile and indifferent attitude may convert the guests experience in to an

unpleasant and uncomfortable stay. If the front office is the hub of the hotel then the receptionist
can be aptly called as the person ‘who keeps the hotel world moving’. The reception assistant
should be well informed of daily room availability status, and also he should have detailed
information regarding arrivals, their room requirements and expected departures of the
guests. The position of the reservation assistant is also important at the front-office department of
the hotel since the hotel’s good image can be maintained among the
Guests only if all the needs of the guests are taken care of, especially the guest’s requirements in
terms of his lodging. He should make proper updating in the reservation register and records in
order to have updated inventory of room availability. The reservation assistant may also carry
out amendments and cancellations intelligently and accurately. To keep the availability status
chart updated. Checkout reservation stationary and keep a satisfactory par stock of the same.
Type out advance reservation slips and maintains reservation racks and correspondence files and
in case of computers updates information in computers.

FOOD AND BEVERAGE SERVICE DEPARTMENT
The food and beverage service department is an integral place in any hotel which is responsible
for the systematic and the actual service of food and beverage to the general public or customers
as per the order in any F &B outlets. This department plays a vital role on the delivering the
accurate service of food and beverage by placing the orders from the hot or cold plates of kitchen
to the customers table in the proper and the hospitality manner.
This department in any hotel plays a vital role in the profitable process of the hotel business.
Among the total revenue collected in the hotel, about 40% contribution is directly accredited to F
& B Service department. This department is specialized by its output of the products that
satisfies customers demand for food and beverage. For the proper control and the effective
management of the total staffs and their duties, this department is divided into different units or
sections which are also called as an outlet. Each outlet is specialized for the special functions.
For the systematic and a good service process of any F & B outlet, presentation, time keeping,
order taking and the suggestive selling are the key element of a service to be maintained by
service staffs.
The staffing pattern of F & B department is basically divided into two parts. They involve the
service staffs and the kitchen staffs. In the modern concept of catering, this department generally
focuses on the product knowledge, salesmanship, customer’s relation and expectation rather than
the traditional style of service. The guest satisfaction is only ensured when the service.
F & B deals mainly with food and beverage service allied activities. Different divisions are there
in F & B like Restaurants, Specialty Restaurants, Coffee Shop (24 hrs.), Bar, Banquets, Room
service etc. Apart from that they have Utility services (Cleaning). A food and beverage
department in a hotel is usually guided by an F&B Director followed by an F& B manager. A
Food and Beverage Manager in a hotel should always be ready to undertake a variety tasks each
and every day. Some of the main important functions endowed on this specific department in a
hotel include,

Provide the highest quality in food, beverage and service in all the food and beverage outlets
inside the hotels
Provide all guests with the highest quality of food and beverage experience by working as a team
with all the food and beverage outlets ensuring prompt,
Courteous and professional services resulting in increasing employee morale and decreasing
employee turnover rates.
 Food Production Department

Food production deals with the preparations of food items. It basically engaged in preparing
those dish, which are ordered by the
Guest and afterwards is catered by the F&B department. Cuisine like Indian, Continental, Thai,
Italian, Konkani (Coastal Sea Food), South Indian, Chinese, Mexican, etc. Different Chefs are
appointed for the specialty cuisine. Marketing a celebrity chef as a primary component of a hotel
may yield a competitive advantage among that specific hotel’s competitive set.
 Food Servicing Department
Food service deals with the process of the delivery of the prepared food items onto the end
customers who ordered it. Service department should also lay special emphasis on the
importance of getting the orders delivered with an eye candy look and appearance.
 Importance of F & B Department in a hotel

Food and Beverage Department (F&B) is responsible for maintaining high quality of food and
service, food costing, managing restaurants, bars, etc.
Food and Beverage Service is the service of Food made in the Kitchen and Drinks prepared in
the Bar to the Customers (Guest) at the Food & Beverage premises, which can be:
Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, Companies, Schools, Colleges,
Hospitals, Prisons, Takeaway, etc
Food and beverage servers’ duties vary considerably from one type of establishment to another.
In fast food outlets, they often work behind counters and use computerized systems to take
orders and tabulate bills. In coffee shops and cocktail lounges, they provide quick and efficient

service for customers seated at tables. In formal dining establishments, they carefully observe
established rules of service and etiquette, and pace the meal according to customer preference.
 prepare tables or counters for meals

 stock the service area with supplies (for example, coffee, glassware)
 greet customers, present menus and help customers select menu items
 inform customers about daily specials
 record orders and place them with the kitchen and bar
 pick up and serve orders
 check that customers are enjoying their meals and correct any problems
 suggest and serve desserts and beverages
 clean and reset tables
 Tabulate and present bills for payment.

HUMAN RESOURCE DEPARTMENT
Human resources is exactly meant as ‘resources for human – within the workplace’. Its main
objective is to meet the organizational needs of the company it represents and the needs of the
people hired by that company for running its operations. Every organization needs its stack of
manpower to carry out its day-to-day operations. No establishment cannot operate without being
involved in some kind of transactions with the people in general. Hence HR department is drawn
with special emphasis as this department is responsible for all activities concerning to the
employees of an organization. In short HR department is the hub of the organization serving as
liaison between the organization and its employees. On the basis of the size of the company their
department is usually called as the Personnel department in medium–sized establishments, with a
limited number of managerial staff and is guided by a Personnel Manager. For larger and more
complex organizations with hundreds of departments and divisions, the task of managing the
workforce as a whole is much more demanding and intricate. Some of the most important
responsibilities to be carried out by the HR department include.
 Employee recruitment & Selection
 Employee compensation benefits
 Employee relations
Policy formulation
As accompany and the requirements of a position evolve, a company needs to take certain
measures to ensure that the highly skilled workforce is in place. It is actually the responsibility of
the HR department to oversee the skills development of the company’s workforce. After
formulating the requirements criteria to fill up a vacant post in the organization, the HR
department of the company will call for application for the specific post from the eligible
candidates by way of advertising on news papers, televisions, mobile phones etc. Employee

compensation packages also come under the prerogative of the HR department. This covers
salaries, bonuses, vacation pay, sick leave pay, Workers' Compensation, and insurance policies
such as medical, dental, life.
The Human Resources Department is:-

Responsible for developing and administering a benefits compensation system that serves as an
incentive to ensure the recruitment and keep hold of top talent that will stay on with
the company. With the increased rise in unethical practices and misbehaviors taking place in
today’s workplace such as age, gender, race, and religion discrimination and sexual harassment,
there needs to be mandatory compliance with governing rules and regulations to ensure fair
treatment of employees. In short, employees need to know they have a place to turn when a
supervisor abuses his or her authority in anyway. Regardless of the organization's size, company
policies and procedures must be established to ensure order in the workplace. These policies and
procedures are put in place to provide each employee with an understanding of what is expected
of them. Similarly, these policies and procedural guidelines will assist hiring managers in
evaluating their employee's performance. These policies can be established company-wide or
used to define each department's function. It is Human Resource's responsibility to collaborate
with department managers on the formulation of these policies and regulations to ensure a
cohesive organization.
HR Head Assistant HR Manager HR Executive HR Co-coordinator

Training Department
Training is the process that involves an expert working with learners to transfer to them certain
areas of knowledge or skills to improve in their current jobs. Training Department is considered
to be a stand-by unit of their department. The primary function of this department is to empower
and equip new recruits to the hotel to such a level where they can deliver their maximum to the
company’s growth. All the activities undertaken in this department is guided and supervised by
the training Manager

FINANCE DEPARTMENT
A hotel’s accounting department is keeping track of the many business transactions that occur in
the hotel. The accounting department does more than simply keep the books. Financial
management is perhaps a more appropriate description of what the accounting department does.
Whereas the control department is concerned with cost control guidelines by way of reducing in
investment, reduction in operating cost, control of food service cost, control of beverage cost,
labor cost control etc. In most hotels the person in charge of the finance department of the hotel
is called the Chief Financial Officer. Usually he is addresses by the short-form of his designation
as CFO. In most major hotels, the CFO or Finance Controller/Manager ranks among the top two
or three decision makers in the hotel hierarchy. No organization can survive without a very
strong financial vigor. The finance controller is responsible for presenting a Financial and
budgetary programs which can strengthen management’s control of hotel’s operating expenses
and help determine the profitability of the property. Specifically forecasting gives owners a
projected level of sales, while budget alert owners and operators alike to significant expenditures
that are on the horizon or predictable shortfalls in revenues. Used together, forecast and budgets
can provide a bench-Mark for sales intensive programs, executive-compensation bonuses,
incentive based management fees and capital expenditure. The administration and department of
accounting and finance coordinate management and staff functions. This includes extensive
contact with our shareholders, other partners. The department of accounting and finance is
responsible for accounting, payroll, budgets and cash flow management. The department of
Information Technology (IT) is also managed by the Finance department in most hotels.
The following shown chart is the common hierarchy of the positions in the Finance Department
in 5 star hotels. But it cannot be guaranteed that the same structure is followed by all the 5 star
hotels. It may depend upon the size and the scale of operations of the respective hotels.


Accounts Payable
A key area in accounting, accounts payable ensures that all bills are paid on time
and all discounts are taken minimizing the costs of the hotel. Accounts payable
clerks work closely with the purchasing department to verify that all invoices to
be paid are indeed invoices of the hotel.
Assistant Controller
In a big hotel, you may see one, or a few, assistant controllers. In smaller hotels,
there may not be any. The controller divides the various functions to be performed
so that the workload will be even. For example, one assistant might be responsible
for daily transactions while another works on special projects, budgets, analyses,
and the like.
Guest and City Ledgers

A hotel keeps two ledgers: the guest ledger is associated with the guests staying
at the hotel while the city ledger contains all other billings. It is important that
the accounting department has a person in accounts receivable working with the
city ledger so the hotel is able to bill and collect revenues due.
Night Audit
Night auditors get their name because of the hours they work. At the end of the
day after most hotel guests have retired, these auditors begin recording charges to
guests’ accounts and verifying the revenue for the hotel. However, with computers
and various technologies, the hotel industry can post charges instantaneously. Some
hotels have actually changed the night auditors to become day auditors.
Banquet Auditor
Besides revenues charged to guest rooms, a large hotel earns the bulk of its food

and beverage revenues through banquets. The banquet auditor’s function is to verify
the correct revenue for billing. This individual works closely with the banquet
staff, the sales office staff, and the accounts receivable clerks.
Credit
A big hotel may have its own credit manager whose function is to check and grant
credit. In today’s business world, many transactions are done on credit rather than
cash or cashier checks. It is, therefore, the credit manager’s responsibility to conduct
such investigations to be sure that a person or company is creditworthy.
Food and Beverage Controller

This is a fun and challenging position, as it has both accounting and food and beverage
components. While performing all analyses of food cost percentage, yields
on meat, and menu costing, the food and beverage controller also works with the
chef to design new menu items, taste new products, and even be a mystery diner
to taste-test the menus in other foodservice establishments.
Front-Office Cashiers
The duties of a front-office cashier are often incorporated with the front-office
personnel. When guests check out, it is the duty of these cashiers to charge the
guests the correct amount and secure a form of payment.
General Cashier
Pause for a minute and think how many cash banks there are in a large hotel: a
few at the front office, at least one in the restaurant, at least one in the gift shop,
and so on. The general cashier is the person who is in charge of all the cash banks
in the hotel. He or she also makes all deposits of checks and credit card receipts.

Operations Analyst
this is a nice position to have in a hotel. An operation analyst performs analyses
to help managers operate the hotel more effectively. From guests’ statistics to revenue
trends, the operations analyst does it all. However, not all hotels are able to
afford an analyst on the payroll. If this is the case, an assistant controller often
performs these duties. For smaller hotels where there is not an accounting office
on the property, this function is done at the regional level.
Payroll
Payroll employees calculate the pay rate with the hours worked to do the payroll
so pay checks are released on time. Payroll functions also include filing all payroll
taxes and tip credits for tipped employees, as well as keeping track of vacation,
sick pay, and other payroll-related deductions.
Systems Manager
A systems manager is not depicted in Illustration above. Since the various accounting
functions cover the entire hotel operation, the systems manager or systems analyst,
whose job is to take care of all technology issues, is normally founded within
the accounting department. In a smaller hotel, the controller or an assistant controller
may take on this responsibility. Normally, this position is found at a regional
or corporate level and systems analysts will be dispatched to assist the property
when needed.

SALES AND MARKETING DEPARTMENT
Marketing is the study and management of the exchange process. It involves the things that the
property will do to select a target market and stimulate or alter that market demand for the
property services.
A marketing manager in the hotel industry is responsible for maximizing a hotel's revenues by
developing programs to increase occupancy and make profitable use of its accommodation,
meeting and leisure facilities. A hotel marketing manager must maintain awareness of the factors
that influence the hotel industry and gain a deep understanding of the needs and attitudes of a
hotel’s customers. A hotel marketing manager will be responsible for coordinating marketing
and promotional activities to meet customer needs, working closely with other hotel staff to
ensure customers are satisfied with the facilities and their time there.
 A typical hotel should usually have Sales & Marketing division. However, if the staff size,
volume business, hotel size, expected group arrivals is low enough, the hotel might have
marketing staff placed under the reservation department (i.e. No need for a Sales & Marketing
Division).
A typical Sales & Marketing Division is composed of four different departments:
a) Sales
b) Convention Services
c) Advertising
d) Public Relations
Marketing and sales division can be varied with the size, type, and budget of the hotel to hotel.
Small hotel only have one person who is handling all the sales activities related to the hotel
business. But large hotel have organized sales and marketing division with no of key personnel.
A sales department is particularly very essential in large hotels and those with convention and
banquet facilities. The General manger participates actively in this area for and basic reason.
First sales and their development is a long-range activity of the hotel and the second sales policy

of the hotel interwoven with the image of the hotel has in the eyes of public and GM wishes to
enhance that images. This department may have Sales. Manager who assists the GM on sales
calls. The GM and Sales Manager prepare a budget for the year sale of rooms and the conference
hall. They try and achieve the budget by the end of the year. This is done with a lot of planning
and research. This would be achieved by a contract with one or more travel agents in and outside
the town. And for selling the conference hall the sales team should contact various companies
and other business firms. The main function of this department is to increase the sales volumes
of the different services offered in the hotel, be in terms of rooms, food, beverages, clubs,
restaurants, spa etc. Usually the tools adopted by the department to make the guests accustomed
to different services and offerings in the hotels
The other core areas of its consideration are as follows
 Conduct a market Audit.
 Analysis of market competition.
 Market place analysis.
 Formulation of new schemes and niche offerings.
 Selection of profitable market segments.
 Positioning the property.
 Establishing the objectives and the action plan.

HIERARCHY OF SALES & MARKETING

Head of sales Associate Head of Sales Sales Executives Sales coordinators
Purchase Department
While operating a hotel is supposed to be a difficult task, managing the entire procurement
process (for such a unit) is even more so. The purchase department handles the task of
procurement yet all departments play a crucial role in it. That said technology ensures that inter-
departmental activities takes place flawlessly. Although purchase has now become dependent on
technology for managing inventories and order status, it was originally a manual job. From
selection of products to deciding on a vendor, this department rests on the human ability of In
most modern hotels, the installation and service of elevator systems is generally the province of
the elevator manufacturer, and hotels typically have extended maintenance agreements for the
elevators. Most engineering departments, however, closely monitor the operation of the elevator
systems. In modern high-rise hotels with high speed elevator service, the slightest problem with
that service should be quickly and easily identified and reported to the contractors. It is generally
the responsibility of the engineering department to monitor these services and their contracts
closely and carefully.

SECURITY DEPARTMENT
The security of guests, employees, personal property and the hotel itself is an overriding concern
for today’s hoteliers. In the past, most security precautions concentrated on the prevention of
theft from guests and the hotel. However, today such violent crimes as murder and rape have
become a problem for some hotels. Unfortunately, crime rates in most major’s cities are rising.
Hence today security department also concentrate on these additional criminal activities too. The
main position in the security department is of the Assistant Security Manager. The department
includes the fire and safety officer and the duty guards. The primary function of the security
department is to provide property surveillance and protection to the guest. The latter is more
important for the security department. In the hotel there are two variants of security staff working
round the clock indifferent shifts. First is the direct security staff of the hotel working in three
different shift of 8 hour duration? Considering flawless security to the guests, all the guest rooms
of the hotel are installed with spring glass and smoke detectors and automatic alarm
system. There is a central security office working inside the hotel with all the modern fire
Fighting equipments such as fire extinguishers, dry powder, and other fire dousing facilities. As
a part of the security provision both to the hotel’s property and the guests the entire geographical
area of the hotel is divided in to 3 portions such as Beach Viewpoint, Tide point and the Club –
these three points are all together known as the ‘assembly point’ . The most common methods
adopted by the fire and safety wing of the hotel (it came under the security department) are liquid
carbon dioxide, dry powder etc. The security control post of the hotel will be functioning on 24 x
7with office secretary, night and day supervisor, and security officer. The security setup at the
hotel is faultless since the hotel cannot compromise on the safety of its valuable guests. All the
activities of the security department is controlled and supervised by the main security officer. He
is also responsible for conducting training programmes on security and fire fighting to the
security staff of the hotel.

CHIEF SECURITY OFFICER
ASSISTANT SENIOR SECURITY
SECURITY SUPERVISOR
DOORMAN GUARDS SECURITY
Reservation
 Receive and process reservation requests for future overnight accommodations.

 With technology development, the Reservation Department can, on real time, access the
number and types of rooms available, various room rates, and furnishings, along with the various
facilities existing in the hotel
 There should be close relation-ships with Sales and Marketing Division concerning Large
Group Reservations
Uniformed Services
 Bell Attendants: Ensure baggage service between the lobby area and guestrooms
 Door Attendants: Ensure baggage service and traffic control at hotel entrance
 Valet Parking Attendants: Ensure parking services for guest’s automobiles
 Transportation Personnel: Ensure transportation services for guests from and to the hotel

 Concierge: Assists guests by making restaurant reservations, arranging for transportation,

and getting tickets for theater, sporting, or any other special events
Telephone Department
 Answers and distributes calls to the appropriate extensions, whether guest, employee, or
management extensions
 Places wake-up calls
 Monitors automated systems
 Coordinates emergency communications
Engineering and Maintenance Division
 This very department maintains the property's structure and grounds as well as electrical and
mechanical equipment. Some hotels might have this very division under different names, such as
maintenance division, property operation and maintenance department…

HOUSE KEEPING
The good Housekeeper, because of the need taco-operate with many other department heads,
must possess a high degree of tactics well as good organizing ability. The Assistant Housekeeper
is the deputy to the Executive Housekeeper of a hotel. His/her manages the resources given by
the executive housekeeper to achieve the common objectives of cleanliness, maintenance and
attractiveness in a given period of time. Assistant Housekeeper’s accountability normally ends
with the completion of the shift. The position of a Housekeeping supervisor is normally occupied
by a competent, personable individual who knows his/her employees well, and is, above all, able
to meet the public. This requirement is so important as far as a hotel is concerned since the
supervisors are actually representatives of the Executive House keeper in the areas assigned to
them. Housekeeping draws special mention since a hotel survives on the sale of rooms, food and
beverage and other minor operating services such as laundry, spa, clubs etc. Of these, the sale of
rooms constitutes a minimum of 50 %. In other words the largest margin of profit comes from
room sales because rooms, once made, can be sold over and over again. A good hotel operation
ensures optimum room sales to being in maximum profit. The room sale is dependent on, apart
from several other things, the quality of the room décor, room facilities, and cleanliness of the
room and how safe it is.
Basically the main responsibility of the housekeeping department is to ensure that the guest
rooms and the entire public area within the hotel are neat and clean all the time. But the cleaning
duty of the kitchen area is done by Kitchen steward. Cleaning of the lawn area of the hotel is also
set apart from the housekeeping department while the same is carried out by the gardening
division of the hotel. The person who is made in charge of the entire operations being performed
in this specific department is Housekeeping Executive. The Executive Housekeeper is
responsible for the total cleanliness and the, maintenance and the aesthetic upkeep of the hotel.
This end is achieved with the resources made available to his/her of manpower, materials,
machines, money, space and time. The position of the Executive Housekeeper is considered to be
one of the most important positions in the hotels since it carries tremendous responsibility for the

proper cleanliness and the aesthetic fabric of facilities in order that they are sanitary, desirable
and in saleable condition.
 Inspects rooms before they are available for sale
 Cleans occupied and vacant rooms
 Communicates the status of guestrooms to the Front Office Department
 Cleans and presses the property’s linens, towels, and guest clothing (if equipped to do so, free
of charge or for a pre-determined fee)
 Maintains recycled and non-recycled inventory items
The House Keeping Department is another important department in the hospitality

industry
Housekeeping Department is responsible for cleaning the hotel’s guest rooms and public areas.
Housekeeping department usually has the largest staff, consisting of an assistant housekeeper,
room attendants, room inspectors, a house person crew, linen room attendants and personnel in
charge of employee uniforms. They may also have their own laundry and valet service. Hotels
with laundry and valet equipment may use it only for the hotel uniforms.

SWOT ANALYSIS

SWOT ANALYSIS
STRENGTHS
 ITC is a very strong and established brand name all over the world. It has a base of loyal
customers at local level as well as at international level. It has one of the biggest
international booking structures. Whatever the situation and scenario may be, corporate
and government agencies always prefer for their functions, seminars, and lodging their
guest and customers. ITC Guest Rewards program is the world’s largest and most
preferred frequent guest program and is strength for customer retention.
 Natural and cultural diversity: India has a rich cultural heritage. The "unity in
diversity" tag attracts most tourists. The coastlines, sunny beaches, backwaters of
Kerala, snow-capped Himalayas and the quiescent lakes are incredible.
 Government support: The government has realized the importance of tourism and
has proposed a budget of Rs. 540 crore for the development of the industry. The
priority is being given to the development of the infrastructure and of new tourist
destinations and circuits. The Department of Tourism (DOT) has already started the
"Incredible India" campaign for the promotion of tourism in India.
 Increase in the market share: India's share in international tourism and hospitality
market is expected to increase over the long-term. New budget and star hotels are
being established. Foreign hospitality players are heading towards Indian markets.

WEAKNESSES
 Poor support infrastructure: Though the government is taking necessary steps,

many more things need to be done to improve the infrastructure. In 2012, the total
expenditure made in this regard was US $150 billion in China compared to US$ 21
billion in India.
 Susceptible to political events: The internal security scenario and social unrest also
hamper the foreign tourist arrival rates. The lack of adequate recognition for the
tourism industry has been hampering its growth prospects. Whatever steps are being
taken by the government are implemented at a slower pace.
OPPORTUNITIES
 ITC has the opportunity to retain its customers by providing good quality food, as food
quality is not up to mark.
 In light of post 11 September, foreign delegations and missions are bound to come to the
federal capital, which opens an opportunity for ITC to attract new business.
 Rising income: Owing to the rise in income levels, Indians have more spare money to
spend, which is expected to enhance leisure tourism.
 Open sky benefits: With the open sky policy, the travel and tourism industry has seen an
increase in business. Increased airline activity has stimulated demand and has helped
improve the infrastructure.

THREATS
 Emergence of new competition in form of new hotels: Food Street poses a threat for
their restaurant business. Government policies and economic recession can adversely
affect their business.
 Fluctuations in international tourist arrivals: The total dependency on foreign tourists

can be risky, as there are wide fluctuations in international tourism. Domestic tourism
needs to be given equal importance and measures should be taken to promote it.
 Increasing competition: Several international majors like the Four Seasons, Shangri-La
and Aman Resorts are entering the Indian markets. Two other groups - the Carlson Group
and the Marriott chain - are also looking forward to join this race. This will increase the
competition for the existing Indian hotel majors.

FINDINGS AND SUGGESTIONS

FINDINGS
 The employees are satisfied with the nature of work

 The supervisor consider the decisions or viewpoints given by the employees
 The relationship between the superior and the subordinate is good
 The relationship of the with peers is good
 The recognition for the contribution to the job is satisfactory
 The working environment is encouraging for the employees
 The employees are happy with the communication flow followed in the
organization
 The company will encourage quality of work life in the organization
 The rating given to the employees on their performance is satisfactory
 The employees satisfied with the shifts
 The company will encourage work life balance
 The training program given to the employees is good.

SUGGESTIONS
 It is suggested to have the workers participation in the management

 Training program can be improved for the future prospective employees to the meet
the challenges
 The preference of the employees can be evaluated by adopting suitable techniques
and methods
 Transport facilities is suggested to be given to the employees for their easy movement
 Emphasis should be given on the career development aspects of potential employees
which in turns help in organization growth and development
 Space for subordinate comments should be provided which results in deeper analysis
of the problem, proper evaluation and effective solution for the same.
 Hotel should consider local restaurants as their competitors too and try to attract
people visiting these restaurants as well.
 As they are constructing new halls and restaurants, they must consider their pricing
strategy to attract new customers and provide them better quality food at competitive
rates.
 They should issue News Letter to let its customers know what are their future plans.
 Their existing policy emphasizes on existing customers. They should broaden their
customer base.

CONCLUSION
Tourism is a phenomenon, which has now become a powerful in its own right. It has now
become a vital part in any country’s economy. This is by virtue of the being the highest foreign
exchange earner and an employment in time industry.
 The hotel is undergoing a tremendous regarding management, which prefers analyzing

innovative thinking in the administration hotel.
 India today has a very strong computerized system making the work easy.
 Budget hotels cater to the needs of the budget conscious travellers
 Lot of private airlines is coming up with open off polices of government of India.
ITC is renowned because of its excellence in providing customer satisfaction. They were
enjoying the status of market leadership rather monopoly since their existence,. ITC should
work to cope with this competition. Whatever the conditions will be, ITC loyal and
permanent customers will always prefer them. As is not up to the expectations so far,
therefore, It has an opportunity to maintain and improve their quality service and retain their
customers. It never compromises on quality.
ITC is aware of the fact that hospitality industry exists in rapidly changing environment, where
new products and innovations are introduced quite frequently. It is one of the biggest names in
the industry and they always keep abreast of their competitors. It relies on its international brand
name and is quite sure that will not be that big a threat.
We conclude that ITC is better than any other hotel located in Bangalore at present and it is
always the first preference for its customers.

BIBLIOGRAPHY

BIBLIOGRAPHY
The information provided in this project is collected from various sources like;
 ITC website(www.itcportal.com
 www.wikipedia.com
 www.Wikipedia.org
 India Today magazines

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

Objectives of the study

1. To get practical exposure in the corporate world.

1 This report s based on the study conducted at FORTUNE SELECT TRINITY,

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Limitation of the study

 Time limit were a major constraint

Methodology adopted for the study

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HOSPITALITY AND TOURISM INDUSTRY

Major characteristics of the Indian hospitality industry are:

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Increased tourist movement

Changing consumer dynamics and ease of finance

Measures undertaken by the government

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Trends in the industry

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Development of other markets

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Hospitality Industry Growth Rate 2012 - Hotel industry statistics

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PROFILE OF THE COMPANY

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contribution to the development of Sarapaka, an economically backward area in the state of

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ITC’s corporate strategies are:

Company Facilities: No director, senior management and employee shall misuse

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Audit Compensation Nominations Investor Service Sustainability

Divisional/ Strategic Business Unit

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Deveshwar is a past President of the Confederation of Indian Industry. He is also a Member of

A Baijal S Banerjee A V Girija Kumar

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S H Khan S B Mathur D K Mehrotra

P B Ramanujam S S H Rehman Anthony Ruys

Basudeb Sen Meera Shankar K Vaidyanath

N Anand Executive Director and Divisional Chief Executive

Dipak Haksar Member

ITC Hotel Luxury Collection

 ITC Maurya, New Delhi

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 ITC Maratha, Mumbai

List of Fortune Hotels

 Fortune Global Select Gurgaon

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 Fortune Chariot Resort Mahabalipuram

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VISION & MISSION

Sustain ITC's position as one of

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AWARD AND RECOGNITIONS

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Indian Hotels 42.35 3,419.65 1,875.86 -276.61 5,530.32